Home Lifestyle Build Together: Supporting the Collective, the Human Factor, a strategic advantage for businesses to survive in a digital world?

Build Together: Supporting the Collective, the Human Factor, a strategic advantage for businesses to survive in a digital world?

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Do you think we are working enough on “teamwork”? What makes building “together” in the company more than necessary? What does this mean?

A disturbing breakup of relationships

The COVID crisis is revealing: revealing a profound lack of community. Our bonds have loosened. In many companies, there is a tendency to withdraw from oneself, evidenced by the difficulty of finding a way back into the company, as evidenced by this employee “I am more efficient at working remotely. I am not disturbed by colleagues. I feel better, protected, in my cocoon.”

Our performance is overly concentrated from the individual angle… We need to re-learn how to ‘do a teamwork’, to reinvest in more team performance… However, we need shared face-to-face moments in order to “Teamwork”.

In your business, build together …because it won’t happen by itself! In construction, cement binds the stones together and ensures the solidity of the building. In the same way, working on a culture of collaboration is necessary, within the edifice that constitutes the company, in order to prevent it from collapsing without anyone being able to explain the reasons. For example, file ‘big resignation’ Demonstrates disintegration of a sense of belonging. Cement shortage?

What is group-centered performance?

Performance often consists of distributing and strictly pursuing individual goals by applying pressure to the individual. It can also aim to create conditions for teamwork in which coordination, coordination of talents, quality of connections and synergies outside of individuals are important.

If the first vision of performance emphasizes individual pressure, the second relies on collective imitation. The first step to accompanying change is to change our mental plans: moving from old to new logic (see table below).

Thus, the second vision calls for letting go by way out of counterproductive individual pressure. Indeed, in a world where it becomes extremely difficult to predict the future of a leader, simple control and execution logic becomes meaningless, isolating him from an essential collective resource. the “the human factor” becomes the key. Human resources, sometimes seen as simply the “enforcers” of a policy defined without them, then take a strategic place by accompanying change, supporting the group, caring about the employee’s experience, facilitating the emergence of a common vision, daring to be involved in company decisions, etc.

“Organising Collective Intelligence, Pearson,” Toolbook to Accompany the Transition from Old Logic to New Logic p.181

old logic

New logic

performance logic in short term

Exploration logic in order to better seize and communicate new opportunities the environment

Logic individual pressure descending

Mass emulation Allowing for a harmonious redistribution of pressure

The will of everything excel at

leave it

planning and verification Formalize of projects

Experimental expansion of the unofficial projects

A largely uninvested culture of collaboration

What do you think of this statement? : The culture of collaboration is largely uninvested. »

Is this “off topic” to you? For you, is the change around digitization enough?

If so, ask yourself these three meaningful questions about your business:

  • How much does your company invest in digital? Does your company invest a lot of time and budget in a culture of collaboration? If not, what explains this?
  • In your company, do managers dare to talk about their mistakes? Do they see them as a source of daily learning?
  • What does the word “team” mean to you? Has your company managed to build mature teams with strong synergy?

Today, it seems obvious to us to invest in implementing computer software in a timely manner and on budget. For example, for large projects, many companies require the IT team to contribute a year without complaining. However, we cultivate the illusion that a culture of collaboration can develop spontaneously from only two or three seminars per year…! In an increasingly digital world, we tend to forget the importance of making human interactions and connections work.

How do we explain this? Perhaps because the work on synergy is related to the invisible, to the abstract, while the work on the program can follow one another concretely, it can be traced. The latter can stand out in Key Performance Indicators (KPI), and the other is not… However, it’s exactly the same thing: to set up programs, we “develop a language”, to bring out a “culture of collaboration”, we work on a “lingua franca” that will help facilitate communications. Either way, it’s work, a major investment that requires energy, time, and expertise…about language, whether it’s code or dialogue.

To deepen this reflection, let us ask ourselves two basic questions:

  • Without adequate investment in a culture of collaboration, how can we make it thrive?
  • What will happen to companies that skip this investment?

Dare to ride the wave of group performance

Dare to ride the wave of group performance! “Collectivism is a wave that we tend to avoid for fear of drowning rather than letting ourselves be carried away by this force, to surf it and move on.”

First of all, let us remember that relying on a group dynamic does not mean a method or tools but an outlook and experience. It is above all an approach and requires depth, rigor and precision. For this reason, this approach must be implemented with the support of experts to ensure its quality and to avoid some serious pitfalls…

Obviously such work is projected over a long period, depending on the context of the company, knowing how to identify difficulties upstream, letting yourself get carried away by updates, to understand situations and blocking points, etc…. How do you know this work is on the right track ? There is not enough indication for this. The tree is recognized by its fruits. A healthy and invigorating climate of confidence is created, a confidence that lives on more than it is intended. Creating conditions for success promotes “empowerment” and virtuous circles that spread within the company and carry collective dynamism….

Three key words and five concrete themes to face the future

To draw on a collective dynamic, we propose three key words and five concrete themes to face the future

The three keywords are: collaboration culture, administrative support and teams.

  • Promote a culture of cooperation Thanks to the collaboration framework supported by human resources and managers. In a complex and uncertain world where no one can say with precision what tomorrow will bring, the challenge for HR and managers is to succeed in creating healthy, attractive and efficient worlds. This ambition requires a clear framework of cooperation within the company to support two essential elements: respect for employees and quality dialogue. For example, the creation of a mediation service, which is present in some companies, can play a fundamental role.

  • Keep in mind that management is learned on a daily basis and administrative support implemented. The role of the manager is to be able to be situationally intelligent, to rely on the collective intelligence of his team to provide the best solutions, to recognize and develop the talents of each person while ensuring a climate of respect and dialogue.

  • Give support and time to “make a team”. Gathering a few people in the same office is not enough to form a team. Teamwork requires work, time, different stages of maturity, and often support. “When the achievement of the result takes advantage of the different talents of each of them, and when it is attributed to the team itself without any of the members trying to appropriate it, intelligence is collective.”

In conclusion, 5 concrete areas can be invested by leaders, managers and human resources to support this culture of collaboration:

  • Daily learning of the manager’s job with the logic of continuous improvement
  • “Team building” with support for teams and their stages of maturity
  • A change in the administrative position in favor of “empowerment”
  • Transformation of the HR function, more strategic and driven team performance
  • Behavioral skills are assessed in the same way as technical or digital skills

In conclusion, to work on your culture of collaboration, you can work on these five concrete axes.

In terms of behavioral skills, does your company know enough how to define, recognize and value them, recognizing communication and collaboration, for example, as essential skills for the future? However, that would be another discussion…!

Article by Charlotte du Pirate, expert on management and collaborative culture, author of Orchestrer l’Intelligence Collective, Pearson. (http://vecdas.fr/culture-collaborative/)

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